The Effect of Competence, Service Innovation, and Knowledge Sharing on Work Effectiveness at Tegal Regency’s Investment and One-Stop Service Office
DOI:
https://doi.org/10.24905/icobis.v2i1.46Keywords:
competence, service innovation, knowledge sharing, work effectivenessAbstract
Employee work effectiveness is a key determinant of service quality in public organizations, yet evidence on its drivers remains mixed. This study analyzes the effect of competence, service innovation, and knowledge sharing on employee work effectiveness at the Investment and One-Stop Integrated Service Office of Tegal Regency, Indonesia. A quantitative approach with a causal design was employed. All 45 employees of the office were included as respondents through a saturated sampling technique, and data were collected using a Likert-scale questionnaire. The data were analyzed using multiple linear regression, the t-test, the F-test, and the coefficient of determination in IBM SPSS Statistics. The results show that competence has a positive and significant effect on work effectiveness (B = 0.529, Sig. = 0.000), service innovation has a positive but insignificant effect (B = 0.026, Sig. = 0.430), and knowledge sharing has a positive and significant effect (B = 0.694, Sig. = 0.000). Simultaneously, the three variables have a significant effect on work effectiveness (F = 347.115, Sig. = 0.000), and an Adjusted R Square of 0.959 indicates that they explain 95.9% of its variation, while the remaining 4.1% is explained by factors outside the model. The findings suggest that efforts to improve work effectiveness in public service organizations should focus primarily on developing employee competence and strengthening knowledge sharing, while service innovation needs to be accompanied by employee readiness before it can translate into effectiveness gains.
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